NAVMC DIR 5040.6H IGI

MAR 18 2007 NAVMC DIRECTIVE 5040.6H From: Commandant of the Marine Corps To: Distribution List Subj: MARINE CORPS READINESS INSPECTIONS AND ASSESSMENTS Ref: (a) MCO 5040.6H (b) SECNAV M-5210.1 Encl: (1) Marine Corps Readiness Inspections and Assessments Manual Report Required: Unit Inspection Report (Report Control Symbol EXEMPT), enclosure (1) par. 4.b 1. Purpose. This NAVMC Directive promulgates procedures on functions and programs for the Inspector General of the Marine Corps (IGMC), in accordance with the policy outlined in reference (a). 2. Background. This Directive is a guide for command personnel, command inspection personnel, and unit functional area managers in the inspection processes and procedures of the Marine Corps Command and Unit Inspection Programs (CIP/UIP). 3. Recommendations. Recommendations concerning the contents of the Marine Corps CIP are invited. Such recommendations will be forwarded to CMC (IGI) via the appropriate chain of command for review and consideration. 4. Command. This Directive is applicable to the Marine Corps Total Force.

R. S. KRAMLICH Director, Marine Corps Staff DISTRIBUTION: PCN 10301590000 Copy to: 7000110 (55) 8145005/7000093 (2) 7000099/7000144/8145001 (1) DISTRIBUTION STATEMENT A: Approved for public release; distribution is unlimited.

NAVMC DIR 5040.6H

18 MAR 2007

LOCATOR SHEET

Subj: MARINE CORPS READINESS INSPECTIONS AND ASSESSMENTS MANUAL Location: ______________________________________________________ (Indicate the location(s) of the copy(ies) of this

NAVMC Directive.)

i Enclosure (1)

NAVMC DIR 5040.6H

18 MAR 2007

RECORD OF CHANGES

Log completed change action as indicated. Change Number

Date of Change Date Entered Signature of Person Incorporated Change

ii Enclosure (1)

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TABLE OF CONTENTS IDENTIFICATION TITLE PAGE CHAPTER 1. INSPECTION CATEGORIES, PRINCIPLES, & GRADING SYSTEM 1. COMMAND INSPECTION PROGRAM (CIP)........................1-1 2. UNIT INSPECTION PROGRAM (UIP)...........................1-2 3. INSPECTION PRINCIPLES ..................................1-2 4. GRADING SYSTEM..........................................1-3 CHAPTER 2. DEFINITIONS 1. ASSISTANCE VISIT........................................2-1 2. AUDIT...................................................2-1 3. CHECKLISTS..............................................2-1 4. DISCREPANCY.............................................2-1 5. EVALUATION..............................................2-1 6. FINDING.................................................2-1 7. FOLLOW-UP INSPECTION....................................2-2 8. INSPECTION..............................................2-2 CHAPTER 3. INSPECTION CHECKLISTS, GUIDELINES, REPORTS AND SCHEDULE 1. INSPECTION CHECKLISTS...................................3-1 2. SCOPE ..................................................3-2 3. COMMAND GUIDELINES FOR THE COMMANDING GENERAL’S INSPECTION PROGRAM (CGIP)...............................3-3 4. INSPECTION REPORT.......................................3-5 5. INSPECTION SCHEDULE.....................................3-6 CHAPTER 4. GUIDELINES FOR THE IGMC READINESS ASSESSMENT PROGRAM 1. PURPOSE.................................................4-1 2. READINESS ASSESSMENT TEAM (RAT) ORGANIZATION............4-1 3. READINESS ASSESSMENT TEAM (RAT) VISIT METHODOLOGY.......4-1 4. CONDUCT OF RAT VISIT....................................4-2 5. ASSESSMENT REPORTS......................................4-2

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18 MAR 2007 APPENDIXES APPENDIX A. FORMAT FOR COMMANDING GENERAL INSPECTION REPORT FORMAT........................................A-1 APPENDIX B. CHECKLISTS CONTAINED IN THE AUTOMATED INSPECTION REPORTING SYSTEM (AIRS).......................B-1

iv Enclosure (1)

NAVMC DIR 5040.6H

18 MAR 2007 CHAPTER 1

INSPECTION CATEGORIES, PRINCIPLES, & GRADING SYSTEM

1. Command Inspection Program (CIP) a. The purpose of the CIP is to assess the overall effectiveness of the Commanding General’s Inspection Program (CGIP). b. The CIP by the Inspector General of the Marine Corps (IGMC) will be conducted, at a minimum, on a triennial basis. Efforts will be made to inspect on a biennial basis. These inspections will be short notice (approximately 48-72 hours prior notification). c. The CIP evaluation of the CGIP will concentrate on: (1) Thoroughness and effectiveness of the CGIP. (2) Review of reports maintained by the command, documenting past inspections conducted and corrective actions taken. (3) Observation of the CGIP inspection methodology if an inspection is being conducted concurrently with a scheduled IGMC CIP evaluation (IGMC reserves the right to view/validate the inspection results of any units within the command). (4) Review of the grading system being used. d. The CIP is not limited to the above. The IGMC will inspect any functional area deemed necessary, i.e., equal opportunity, training management, environmental programs, safety, etc., to better ascertain the status of the command. e. Request Mast petitions shall be heard if any petitions are submitted during an inspection. f. Items of special interest to the Commandant of the Marine Corps (CMC) and/or high visibility programs will be assessed during a CIP evaluation.

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NAVMC DIR 5040.6H 18 MAR 2007

g. Major subordinate command (MSC) commanders will address issues affecting their commands which cannot be resolved at their level. The IGMC will provide assistance to resolve issues with the appropriate agency. 2. Unit Inspection Program (UIP) a. The purpose of the UIP is to inspect those independent units/activities of the Marine Corps that are not in the operational or administrative chain of command of a major subordinate commander (MSC). The IGMC will ensure through an inspection that each unit is: (1) Complying with Marine Corps orders, policies, and procedures. (2) Accomplishing its assigned mission, tasks, and functions. b. These independent units/activities will be inspected biennially. Inspections will be unannounced. c. The inspection will concentrate on the core functional areas, i.e., personnel administration, substance abuse, equal opportunity, body composition, unit training management, medical and dental, safety, security, and special interest areas mandated by CMC and/or external agencies/directives. Additionally, the Inspector General (IG) team will evaluate the unit’s readiness. d. Request Mast shall be heard on behalf of the CMC during the UIP. 3. Inspection Principles. At a minimum, commanders and command inspectors general will consider the following when preparing for and conducting inspections: a. The fundamental purpose of an inspection is to assess, assist and enhance the ability of a unit to prepare for and to perform its assigned mission. The unit's mission shall be the focus of the inspection.

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NAVMC DIR 5040.6H

18 MAR 2007 b. Inspections will identify root causes of problems, particularly those beyond the capability of the commander to solve. c. Inspections can be centralized or decentralized. Although the Headquarters Marine Corps (HQMC) IG team practices and encourages centralized inspections, the Commanding General’s Inspection Program can practice centralized or decentralized inspections depending on the command’s operational tempo and commanding general’s preference. d. Inspections will foster a climate of trust and confidence. e. Inspectors will respect and uphold the commander's authority. f. The number, frequency, and types of inspections will be held to a minimum. Various reviews and other inspections, such as a Marine Corps Administrative Analysis Team (MCAAT), may be integrated into the commander’s inspection program. However, these inspections are not a substitute for a command inspection. g. Duplication among inspections will be avoided to the maximum extent possible. h. Inspections will recognize excellence. i. Inspections will be positive, productive learning experiences for the Marines and Sailors. j. Inspections will result in a written report. k. The inspection process will include follow-up and resolution of problems beyond the ability of the inspected unit to solve. 4. Grading System. The following grades shall be assigned: a. Mission Capable. The command/unit possesses and uses the requisite skills, equipment, personnel, and understanding to accomplish its assigned mission, tasks, and functions.

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NAVMC DIR 5040.6H

18 MAR 2007 b. Non-Mission Capable. The command/unit does not possess or does not use the requisite skills, equipment, personnel, and understanding to accomplish its assigned mission, tasks, and functions. 1-4 Enclosure (1)

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CHAPTER 2

DEFINITIONS 1. Assistance Visit. An unofficial evaluation requested by the unit or directed by a senior commander. The results will be used exclusively for the purpose of training unit personnel and will not be used to compare or to provide the basis of an evaluation of past performance. The results are provided only to the commander or the officer-in-charge of the inspected unit. 2. Audit. An independent and objective examination of financial statements, internal controls, and/or the efficiency and effectiveness of management activities. Government audits are highly formalized reviews performed in accordance with generally accepted government auditing standards and by professionally qualified auditors. 3. Checklists. A written set of guidelines for specific functional areas which: a. Outline the general elements needed for day-to-day administration and operation. b. Provide guidelines for internal evaluation. c. Provide standardized criteria for the conduct of an inspection. 4. Discrepancy. An error or failure to comply with guidance, direction or action as required in appropriate and applicable directives. 5. Evaluation. An official appraisal or study to determine the significance, validity, effectiveness, and/or value of a particular program or event. 6. Finding. A significant problem within the command which: a. Detracts from the command's readiness; b. Involves or could lead to waste, fraud, or abuse;

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NAVMC DIR 5040.6H

18 MAR 2007 c. Involves issues of health, morale, or welfare of the unit's Marines or Sailors; and d. Significantly deviates from higher headquarters policies and procedures. 7. Follow-up Inspection. An inspection of the action taken by a unit to correct deficiencies identified during a previous inspection. The purpose is to assess whether corrective action is effectively completed, producing the desired results, not causing new problems, economical and efficient, and is practical and feasible. 8. Inspection. An official evaluation of a unit across preset functional areas. Not included are audits performed by recognized audit groups under formal audit standards.

2-2 Enclosure (1)

NAVMC DIR 5040.6H 18 MAR 2007

CHAPTER 3

INSPECTION CHECKLISTS, GUIDELINES, REPORTS AND SCHEDULE

1. Inspection Checklists a. The Automated Inspection Reporting System (AIRS) contains the inspection checklists that are updated by the HQMC functional area sponsor and maintained by the IGMC. These checklists contain those areas, at a minimum, that should be inspected in any one functional area. Although not all encompassing, checklists are intended to provide commands with the basic guidelines necessary to perform day-to-day administration and operation. b. Inspectors from the IGMC and command inspectors general (CIG) shall use AIRS inspection checklists when conducting inspections. The information contained in the checklists shall be the minimum criteria used for inspecting the functional areas listed. Commanding generals may add items to an inspection checklist, based on applicable Marine Corps directives, if the additional items provide a more complete picture of the status of the inspected unit. c. A report of findings, discrepancies and recommended corrective actions will be provided to the commander of the inspected unit and will form the basis for any required corrective action and/or refinement to successful programs. Inspectors will address findings and discrepancies by providing appropriate comments and suggestions to correct shortcomings. Copies of inspection checklists used by CIG for the CGIP will not be forwarded to HQMC but will be maintained on file by the CIG. d. Current AIRS inspection checklists are available through the Marine Corps home page and IGMC web site. The following general instructions apply: (1) AIRS may be accessed and downloaded via the IGMC website. (2) Updates to the checklists will be incorporated by the respective functional area expert on an as needed basis into the web based AIRS checklist database.

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e. Recommended changes to the inspection checklists will be coordinated and reviewed by IGMC (IGI) for inclusion in the AIRS database. 2. Scope. Every Marine Forces Command, Marine Expeditionary Force, installation and MSC in the Marine Corps is subject to an IGMC inspection. a. Below is a list of commands inspected by the IGMC under the CIP. This list is not considered all encompassing: MARFORCOM MARFORPAC MARFORRES MARSOC MCCDC/MCB Quantico MAGTFTC TECOM MCRD Parris Island MCRD San Diego 1st MARDIV 2d MARDIV 3d MARDIV 4th MARDIV 1st MAW 2d MAW

3d MAW 4th MAW 1st MLG 2d MLG 3d MLG 4th MLG I MEF II MEF III MEF MCI-EAST/MCB Camp Lejeune MCI-WEST/MCB Camp Pendleton LOGCOM MCB Japan MCB Hawaii

b. Below is a list of units inspected by the IGMC under the UIP. This list is not considered all encompassing: EWTGLANT EWTGPAC MARFOREUR MARFORSOUTH MARFORSTRAT MARCENT MARFORK MARSPTBN, NAVY SCTY GRP, Ft Meade, MD (Note 1) MARBKS, WASHDC MAD, NAS, China Lake, CA

MAD, NAS, Patuxent River, MD HMX-1, Quantico, VA HQBn, HQMC, WASHDC 1st MCD 4th MCD 6th MCD/Eastern Recruiting Region (ERR) 8th MCD 9th MCD 12th MCD/Western Recruiting Region (WRR)

3-2 Enclosure (1)

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18 MAR 2007 Note 1: Although Marine Support Battalion, Fort Meade falls under the UIP for IGMC oversight inspection purposes, that command will conduct a CIP for subordinate units. IGMC will conduct an assessment and evaluation of that CIP during the conduct of the biennial unit inspection of the battalion. 3. Command Guidelines for the Commanding General’s Inspection Program (CGIP) a. Commanders/commanding generals shall conduct biennial inspections of all subordinate units and personnel to promote economy, efficiency, effectiveness, and readiness. This authority may be delegated in cases where geographic distances make it unfeasible to conduct recurring, in-depth inspections. This does not relieve the commander/commanding general of the responsibility for their subordinate unit's overall readiness and adherence to all pertinent Marine Corps orders, directives, and policies. The following guidance applies: b. MARFORCOM/MARFORPAC may delegate the inspection responsibilities of units that do not have a CGIP to the appropriate MEF commanding general due to location constraints or insufficient resources. The MEF commanding general should concentrate his/her efforts on the MEF organic units but may inspect the MSC CGIPs if he/she so desires. However, the IGMC will continue to inspect the various MSC CGIPs even if the MEF CGIP has inspected them. c. The Commander, Marine Forces Reserve (MARFORRES) shall inspect the command element and all independent commands which do not fall under the CGIP of the 4th Marine Division (MARDIV), 4th Marine Aircraft Wing (MAW) and 4th Marine Logistics Group (MLG). Due to geographical constraints which preclude meeting a biennial schedule, the inspection cycle for 4th MARDIV, 4th MAW, and 4th MLG is triennial. d. Those MSCs or their subordinate units having administrative control over Marines assigned to independent duty shall include them in their CGIP. Some examples of these type situations are: (1) MARFORRES will ensure that Marines assigned duty at NROTC units under the administrative control of an Inspector- 3-3 Enclosure (1)

NAVMC DIR 5040.6H 18 MAR 2007

Instructor (I-I) Staff/Reserve Unit are inspected concurrent with the I-I Staff/Reserve Unit inspection. (2) Independent duty Marines assigned to the Law Education Program or other various programs in which the Marines have little supervision are exempted from participating in command inspections, phone watches, flag details, etc. This does not preclude these Marines from maintaining Marine Corps standards or participating in specific required events such as the semi-annual PFTs. e. The CGIP Program should detect fraud, waste, abuse, discrimination, sexual harassment, environmental noncompliance, and related improprieties. f. Each commander will maintain an oversight and follow-up system for monitoring and tracking command actions taken to correct problem areas reported in inspection reports. g. Commanders will ensure the CIG and all functional area inspectors are qualified and properly trained to conduct inspections. h. The CIG will be the focal point for all inspections within the command to include monitoring corrective actions taken for findings noted during inspections. i. Programs will include, as a minimum, the following core inspection functional areas: (1) Special Interest Items. These are issues, matters, or concerns, which are currently identified as a Secretary of Defense, Secretary of the Navy, or CMC special interest item. The IGMC will provide specific guidance as to current items. (2) Personnel Administration. Those matters pertaining to personnel management, the morale and welfare of individual Marines and Sailors and their families, and those administrative functions critical to the execution of a unit's primary mission to include, but not limited to: general administration, personnel administration, Marine Corps Total Force System, legal administration, career planning, etc.

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NAVMC DIR 5040.6H

18 MAR 2007 (3) Logistics. Those logistical matters critical to the execution of the unit's primary mission to include but not limited to: supply, maintenance, maintenance management, status of resources and training system readiness, embarkation, ordnance, and transportation. (4) Personnel. Those areas that are troop-oriented to include but not limited to: color guard, physical fitness, and the Body Composition Program. (5) Training. Those areas critical to the development and conduct of required training to include but not limited to: Unit Training Management, Battle Skills Training/Essential Subjects, Marine Corps Institute, equal opportunity, substance abuse, CBRN, and Professional Military Education. (6) Medical and Dental. Those matters related to the health readiness of Marines and Sailors. (7) Safety. Those matters that identify hazards and conditions which might expose personnel unnecessarily to injury or health hazards to include but not limited to: aviation safety, ground safety, motor vehicle safety, and industrial hygiene. (8) Security. Those matters related to security of classified material, physical security, antiterrorism/force protection, and law enforcement. (9) Environmental Compliance. Those environmental matters critical to preserving natural and cultural resources entrusted to the Marine Corps. This is accomplished through a command environmental program. (10) Intelligence Oversight. Those matters which pertain to intelligence, counterintelligence and intelligence oversight of intelligence activities affecting U.S. Persons. (11) General. Those functional areas required by external sources, mandates, and Marine Corps directives or higher headquarters issued directives requiring inspections. These functional areas include civilian personnel administration, postal affairs, childcare centers, absentee

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NAVMC DIR 5040.6H

18 MAR 2007 voting program, and correctional facilities. When applicable, each commander will ensure these functional areas are inspected using current directives and policies. MSCs shall ensure that all base functions under their cognizance are included in the inspection program. 4. Inspection Report a. The primary purpose of the inspection report is to present the unit commander with information necessary to initiate required actions within the command to correct deficiencies noted, refine existing programs, and aid in the overall accomplishment of the unit's mission. An equally important purpose is to provide commands at all echelons with a means by which their opinions, comments, and recommendations regarding performance, policy, and procedures can be viewed. b. The CIG, using the format in appendix A to this enclosure, is responsible for preparing the unit inspection report. Modifications to the format are authorized in order to meet local requirements or to improve the reporting process. The report should be submitted by the command to the commander of the inspected unit within 30 days of the completion of the inspection. Unit Inspection Reports are exempt from reports control under SECNAV M-5214.1 and do not require a Report Control Symbol. c. Each CIG must ensure that conclusions reached are factual and are developed from the inspection checklists. Recommendations contained in the report must be supported by references/documentation. Causative factors and the impact of the problems noted should be identified and supported by the findings and discrepancies noted. d. The report should provide a comprehensive appraisal. However, it should be noted that the report is not a summarization of the checklists and under no circumstances will the report contain findings not contained in the completed checklists and discussed during the unit debrief. e. Inspection reporting and follow-up will be limited to the significant items affecting unit performance and readiness. In particular, a written response is required from the unit inspected for "non-mission capable" functional areas and

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NAVMC DIR 5040.6H

18 MAR 2007 findings issued. In general, discrepancies issued are normally easily corrected and no written response should be necessary. f. Per reference (b), inspection reports will be retained on file with the CIG and the inspected unit for at least 6 years. 6. Inspection Schedule. MSC inspections will be short/no notice inspections similar to that of the IGMC in order to minimize unproductive preparation time and to give commanders an accurate assessment of day-to-day readiness. Therefore, inspection schedules should not be published within the command.

3-7 Enclosure (1)

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CHAPTER 4

GUIDELINES FOR THE INSPECTOR GENERAL OF THE MARINE CORPS READINESS ASSESSMENT PROGRAM

1. Purpose. The purpose of the Readiness Assessment Team (RAT) process is to identify, analyze, and report on systemic Marine Corps issues and concerns that may degrade Marine Corps readiness. It provides commanders information necessary to prioritize readiness degraders according to their greatest impact on readiness, validate the unit’s capability to perform the mission requirements for which it was designed and to identify those issues of concern, which if corrected, would enhance Marine Corps operational readiness. 2. Readiness Assessment Team (RAT) Organization. The IGMC's instrument for readiness assessments of Marine forces is the RAT. The RAT is comprised of the members of the IGMC, Readiness Division IGMC (IGR), augmented with functional area experts provided by HQMC, MCCDC, LOGCOM or other appropriate agencies. The team is task organized to assess the specific issue or unit visited. The RAT is not intended to duplicate any inspections or analyses conducted by other agencies. The RAT assesses readiness using the most current quantitative and qualitative information available. The principal areas of focus as they apply to particular units are training, personnel and equipment readiness. 3. RAT Visit Methodology. The assessment methodology is both quantitative and qualitative. RAT members utilize validated standards to check for departures from standard operational practices and programs, technical publications and procedures and other significant guidance which degrade the readiness posture and efficient and effective management of a specific functional area. They will validate the reported status of the Marine Corps Automated Readiness Evaluation System, Maintenance and Material Management System, Automated Training and Readiness Information Management System, Status of Resources and Training System (SORTS) and other reports and information held at HQMC against actual status or conditions existing within the organization being assessed. Through observation and discussion with unit personnel, the RAT will assess the general skill and

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NAVMC DIR 5040.6H

18 MAR 2007 knowledge level and training effectiveness of the organization visited, gauge preparedness to deploy and employ rapidly and ascertain the impact of policies, guidance, and directives on readiness. If, in the RAT leader’s judgment, the condition of a functional area is such that continuing the evaluation is not a productive effort, the RAT leader will discontinue the assessment process and focus on providing whatever assistance possible to the unit. 4. Conduct of RAT Visit a. The visit is conducted on a "not to interfere" basis. No deviation from the plan of the day is requested or expected. If a functional area cannot be evaluated due to non-availability of personnel, an appropriate substitute unit will be visited. b. The team leader will provide a brief on the RAT process to the unit commanding officer and appropriate staff. To encourage frankness, the team leader emphasizes the following aspects of the process: this is not an inspection; there is no grade; there is no unit report; and the unit is never identified to higher headquarters. This is the unit's opportunity to work with HQMC policy makers and the subject matter expert's opportunity to provide the benefit of their expertise to the Marines in the trenches. 5. Assessment Reports. Upon return to HQMC, team members will submit proposed issues and recommended solutions to the IGMC (IGR). The IGMC (IGR) publishes and submits a final report to CMC and ACMC through the DMCS. Results of each assessment will be posted on an IGMC web site to enable commanders of like units to be aware of issues and trends, and raise the collective awareness. The IGMC (IGR) will monitor all issues until action is complete.

4-2 Enclosure (1)

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APPENDIX A FORMAT FOR COMMANDING GENERAL INSPECTION REPORT From: Commander/Commanding General To: Commanding Officer/Officer in Charge Via: Commanding General (As appropriate) Subj: UNIT INSPECTION REPORT Ref: (a) MCO 5040.6H (b) Appropriate Local Order 1. Per the references, the following report is submitted. a. Section I (1) A detailed narrative statement of the unit's overall ability to accomplish assigned mission, tasks, and functions. (2) Listing of functional areas inspected and the grade assigned to each functional area. b. Section II: Findings and recommendations. The AIRS checklist report can be attached as an enclosure to the Unit Inspection Report instead of retyping all the inspections results in Section II. Findings and recommendations will be listed here and on the AIRS checklist. (1) Finding #. A statement of fact describing the deficiency condition noted. Recommendation. A recommended corrective action to resolve finding noted. (2) Finding #. A statement of fact describing the deficiency condition noted. Recommendation. A recommended corrective action to resolve finding noted. (3) Amplifying comments. Comments to enhance the understanding of the finding(s) noted or specifics associated

A-1 Enclosure (1)

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18 MAR 2007 with a particular finding or existing situation of interest. 2. Additional areas of priority or concern. 3. A report of corrective action taken for the non-mission capable areas in section I and the findings issued in section II will be forwarded to this command element (Attn: Command Inspector General) no later than (normally allow 30 days to respond). A follow-up inspection will be conducted for those functional areas which were non-mission capable.

/s/ Commanding General or Command Inspector General

A-2 Enclosure (1)

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APPENDIX B

CHECKLISTS CONTAINED IN THE AUTOMATED INSPECTION REPORTING SYSTEM (AIRS)

This list will not be considered all encompassing. Functional areas are added or deleted on a regular basis. To view the most current list, please refer to the IGMC website. FUNCTIONAL AREA NUMBER/TITLE SPONSOR 001 COMMAND INSPECTION PROGRAM IGMC 020 REQUEST MAST IGMC 030 HOMOSEXUAL CONDUCT MPO-40 040 CAREER PLANNING MMEA-6 045 RECRUITING/REENLISTMENT MARFORRES 050 STAFFING/SECURITY MPC-10 051 EQUAL EMPLOYMENT OPPORTUNITY MPC-10 052 CLASSIFICATION/POSITION MANAGEMENT MPC-10 053 EMPLOYEE DEVELOPMENT MPC-30 054 LABOR/EMPLOYEE RELATIONS MPC-40 060 MARINE CORPS FORM MANAGEMENT PROGRAM ARDE 061 MARINE CORPS RECORDS MGT PROGRAM ARD 062 GENERAL ADMINISTRATION MPP-40 063 PERFORMANCE EVALUATION SYSTEM MMSB 064 PRINTING MANAGEMENT ARD 065 PRIVACY ACT ARAD 066 PROMOTION MMPR 067 IDENTIFICATION CARDS MRP 068 MCO PUBLICATIONS MANAGEMENT ARDE 070 PERSONNEL ADMINISTRATION MIO 071 MILITARY AWARDS MMMA 080 MARINE CORPS TOTAL FORCE SYS MIO 090 LEGAL ADMINISTRATION JA-3 100 POSTAL AFFAIRS MRP 120 PERSONAL AFFAIRS MRC 121 SEPARATION AND RETIREMENT MMSR-4 122 TRANSITION ASST MGT PROGRAM (TAMP) MRB 130 GROUND SAFETY MATTERS SD 150 PUBLIC AFFAIRS PAP B-1 Enclosure (1)

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18 MAR 2007 FUNCTIONAL AREA NUMBER/TITLE SPONSOR 170 MUSICAL UNITS MPO 190 EQUAL OPPORTUNITY PROGRAM MPE 200 SUBSTANCE ABUSE PROGRAM MRT 210 ABSENTEE VOTING PROGRAM MRP 230 RECRUIT TRAINING C462 240 INTELLIGENCE OVERSIGHT/SENSITIVE ACTIVITIES IGMC 250 INTELLIGENCE CI 270 INFORMATION AND PERSONNEL SECURITY PROGRAM AREA 290 OFFICER UNIFORM INSPECTION C467 300 SNCO UNIFORM INSPECTION MCUB 310 PERSONNEL INSPECTION MCUB 316 FRAUD/WASTE/ABUSE OVERSIGHT AND HOTLINE IGMC 320 DRILL TE-37S 325 SWORD MANUAL TE-37S 340 PHYSICAL FITNESS PROGRAM C472 350 BODY COMPOSITION PROGRAM C472TP 360 MARKSMANSHIP PROGRAM C462 380 UNIT TRAINING MANAGEMENT C461-T 381 WATER SAFETY/SURVIVAL PROGRAM C461-T 382 MARINE CORPS COMMON SKILLS C462 385 DISTANCE PROFESSIONAL MILITARY EDUCATION MCI 390 MCI PROGRAM MCI 400 FORMAL SCHOOLS C461-T 405 INFORMATION SYSTEMS MANAGEMENT C4/CP 410 LIFELONG LEARNING (LL) MRV 420 COLOR GUARD TE-37S 430 INTERIOR GUARD POS-30 440 BRIGS POS-40 450 PMO OPERATIONS POS-10 460 HISTORICAL PROGRAM PSL 470 PHYSICAL SECURITY HD 480 ANTITERRORISM POS-10 481 OPERATIONAL SECURITY PSH 490 FISCAL MATTERS MFR 500 MEDICAL HS 510 DENTAL HS 520 RELIGIOUS MINISTRIES REL 561 GARRISON PERSONAL PROPERTY & EQUIPMENT LFS-3 591 GARRISON MOBILE EQUIPMENT LFS-2 630 COMMUNICATIONS ELECTRONICS (COMM-ELECT) C4I 670 HOUSEKEEPING LFF-3 B-2 Enclosure (1)

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18 MAR 2007 FUNCTIONAL AREA NUMBER/TITLE SPONSOR 680 BACHELOR HOUSING MANAGEMENT LFF-3 753 GROUND SUPPLY LPC-4 754 GROUND MAINTENANCE MANAGEMENT LPC 755 GROUND ORDNANCE MANAGEMENT LPC 760 REAL PROPERTY MAINTENANCE LFF-4 761 UTILITIES MANAGEMENT LFF-1 762 ENERGY CONSERVATION LFF-1 763 NATURAL RESOURCES MANAGEMENT LFL 764 ENVIRONMENTAL MANAGEMENT LFL-6 765 FIRE PROTECTION & EMERGENCY SERVICES LFF-1 767 PEST CONTROL PROGRAM LFL 770 FACILITIES PLANNING & PROGRAMMING SYSTEM LFL 780 FAMILY HOUSING LFF-3 800 TRAFFIC MANAGEMENT LFT 810 EOD TECHNICAL EVALUATION LPE 830 AVIATION SUPPLY FOR ACTIVE DUTY UNITS ASL-31A 835 AVIATION SUPPLY FOR RESERVE AND AIR STATIONS ASL-31A 840 AVIONICS ASL-34A 850 AIRCREW TRAINING TE-31A 870 AVIATION SAFETY SD 875 NATOPS REVIEW SD 880 AVIATION FACILITIES ASL-35 890 METEOROLOGY & OCEANOGRAPHY ASL-37 900 AIR TRAFFIC CONTROL APC-5 910 AIRCRAFT FIREFIGHTING AND RESCUE ASL-38 915 EXPEDITIONARY AIRFIELD (EAF) ASL-38A 920 COMMERCIAL ACTIVITIES (CA) PROGRAM TOL-21 930 CBRN DEFENSE (INDIVIDUAL) C-421 950 DETENTION SPACES POS-40 955 CORRECTIONAL CUSTODY POS-40 960 FAMILY ADVOCACY PROGRAM MRO 964 NON-APPROPRIATED FUND PERSONNEL (NAF) MRG 966 MARINE CORPS FAMILY TEAM BUILDING PROGRAM MZR 967 SINGLE MARINE PROGRAM MZR 970 SORTS (STATUS OF RESOURCES AND TRAINING SYS) POC-30 980 CIVILIAN LEADERSHIP DEVELOPMENT PROGRAM MPC-30 990 MOBILIZATION EMBARKATION (RESERVE FORCE) MARFORRES G-4 991 SEMPER FIT MRS 992 GOVERNMENT TRAVEL CARD PROGRAM RDF 994 SUICIDE PREVENTION PROGRAM MR 995 RELOCATION ASSISTANCE PROGRAM (FMEAP) MRB B-3 Enclosure (1)